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MGT 4000 > exam 2 > Flashcards

exam 2 Flashcards

1
Q

concept to which numbers are attached

A

variable

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2
Q

predict the dependent variable

A

independent variable

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3
Q

of key interest, we want to understand or forecast

A

dependent variable

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4
Q

changes the relationship between an IV and a DV

A

moderator variable

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5
Q

According to Robbins – tentative explanation of the relationship among variables

A

hypothesis

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6
Q

Formed BEFORE data are gathered

A

hypothesis

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7
Q

null, no relationship

A

Ho

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8
Q

alternative, some form of relationship

A

Ha

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9
Q

a statistic that measures relationships

A

correlation coefficient

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10
Q

what is negatively related to turnover according to Robbins?

A

strength of relationship (correlation coefficient)

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11
Q

manipulate the IV, gather data on the DV, and control many other variables

A

lab studies

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12
Q

good support for causality , control many possible extraneous variables

A

strengths for lab studies

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13
Q

artificial and not generalize to the real world

A

weaknesses for lab studies

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14
Q

The independent variable and the dependent variable is measured, in real world organizations

A

field experiment

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15
Q

Still manipulate the independent variable, Some insight into cause and effect, Strong statistical analysis, and more generalization to the real world

A

advantages of field experiment

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16
Q

Lose some of the insight into cause and effect and Hard to get cooperation from organizations

A

disadvantages of field experiment

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17
Q

Data is gathered on independent variable and dependent variable

A

field study

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18
Q

good measurement and rigorous statistical analysis

A

advantage of field study

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19
Q

Harder to make causal arguments

A

disadvantage of field study

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20
Q

Synthesis of many previous studies on a topic

A

meta-analysis study (phil’s FAVORITE study)

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21
Q

Rigorously combines all the studies together (consensus)

A

advantage of meta-analysis study

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22
Q

Results are little better than the studies that go into the analysis

A

disadvantage of meta-analysis study

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23
Q

the process of allocating personal resources (time, energy) to various behaviors to result in maximum satisfaction

A

motivation

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24
Q

Needs are ______________ for goal states

A

recurrent desire

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25
Q

Murray says needs are NOT __________

A

hierarchical

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26
Q

what are Murray’s 4 needs in the workplace?

A

1) need for achievement
2) need for affiliation
3) need for autonomy
4) need for power

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27
Q

when people exhibit behavior toward competition

A

need for achievement

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28
Q

desire for close and friendly relationships – driven to find people they enjoy working with or hanging out with

A

need for affiliation

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29
Q

desire for independence and freedom from constraints

A

need for autonomy

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30
Q

desire to influence others and control the environment

A

need for power

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31
Q

need to be dominant for the sake of being dominant – has to be in control

A

personal power orientation

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32
Q

tend to get promoted and rise to higher levels of the workplace - higher salaries and higher job performance

A

institutionalized power manager

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33
Q

herzberg’s theory of job satisfaction

A

1) two innate sets of learned needs
2) hygiene needs - maintenance needs (pay, job security, working conditions)
3) motivator needs - higher order (independence, responsible, recognition)
4) starts the focus on job design
5) limited research support

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34
Q

behavior is directed at maintaining an internal balance of psychological tension

A

equity theory

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35
Q

anything a person FEELS they contribute

A

inputs

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36
Q

all the factors a person perceives they get from an organization

A

outputs

37
Q

points under equity theory

A
  1. tension is uncomfortable
  2. ratio
  3. choosing an other
  4. theory vs. results
38
Q

any inequality energizes ________.

A

behavior

39
Q

when you get the shaft, it really __________ ________

A

energizes behavior

40
Q

link between efforts and performance

A

expectancy

41
Q

valence, instrumentality, expectancy

A

expectancy theory

42
Q

usually expressed as a percentage

A

expectancy

43
Q

higher percentage means motivational force

A

expectancy

44
Q

the attractiveness of an outcome

A

valence

45
Q

more valence means more __________ __________

A

motivational force

46
Q

pay raise, promotion, bonus, time off, gift card

A

examples of valence

47
Q

typically measured on a scale

A

valence

48
Q

the association between some level of performance and an outcome

A

instrumentality

49
Q

measured with correlation coefficient

A

instrumentality

50
Q

stronger relationship with instrumentality means more ___________ ________

A

motivational force

51
Q

measured with correlation coefficient

A

instrumentality

52
Q

Vrooms says you need to think about them __________ first and then _________ them

A

individually; combine

53
Q

E x I x V =

A

motivational force

54
Q

if any one component = 0, ___________ _________ equals 0

A

motivational force

55
Q

behavior intentions (how you plan to behave) leads to _______

A

behavior

56
Q

buys you a bunch of things that are important

A

behavioral intentions from goal

57
Q

these mechanisms usually lead to increase of performance

A

directs attention to the specific goal; regulates effort; persistence; work smarter

58
Q

very specific number attached or part of the goal – incredibly important to have in making goals

A

Specific goals

59
Q

tell if someone/organization met the goal

A

measurable goals

60
Q

“difficult” but doable

A

attainable goals

61
Q

concentrate on output or results

A

results oriented goals

62
Q

goals have to be set for a specific time frame (monthly, yearly, other time frame)

A

time related goals

63
Q

Economic gains (plant) are shared among parts of the organization

A

gainsharing

64
Q

portion of profits and distributing them

A

profit sharing

65
Q

a relatively permanent change in behavior produced by experience

A

learning

66
Q

learning can be accomplished by imitating others

A

Bandura’s Social learning theory

67
Q

Bandura’s learning stages:

A
  1. pay attention to a model
  2. cognition
  3. actually perform the behavior
  4. presence of reinforcers
68
Q

skills you might want to learn; usually respect

A

pay attention to a model

69
Q

organize the event in terms of past; mentally rehearse how you would do it

A

cognition

70
Q

training - people need a model; people should have a chance to “do” the behavior

A

implications

71
Q

initially responds to stress or (worry, begin action planning)

A

alarm

72
Q

gather personal resources and attempts the task

A

resistance

73
Q

prolonged exposure to the stressor..stress does not allow the person to cop

A

exhaustion

74
Q

physiological problems
psychological problems
behavior

A

impacts of stress

75
Q

a. moderate exercise
b. relaxation
c. time management (function of priorities)

A

individual responses

76
Q

healthier lifestyle leads to:

A

job satisfaction and job performance

77
Q

don’t worry about all the things inside people’s heads. instead worry about behavior that can be observed

A

philosophy

78
Q

given a situation, any action that produces dissatisfaction is less likely to reoccur

A

law of effect

79
Q

those events which increase the probability of a response – EX: rewarding

A

positive reinforcer

80
Q

those events that increase probability by their removal

A

negative reinforcer

81
Q

events that decrease the probability of the response

A

punishment

82
Q

happens after behavior and decreases probability

A

punishment

83
Q

reinforce every correct response

A

continuous

84
Q

focus on the first correct response after a time

A

fixed interval reinforcement

85
Q

reinforce a correct response after an average of responses

A

variable ratio schedule

86
Q

modifying behaviors

A
  1. pinpoint behaviors
  2. perform functional analysis
  3. manage A + C
  4. consider evaluation of your program
87
Q

an adaptive response that is a consequence of any external action, situation, or event that places special physical or physiological demands on a person

A

stress

88
Q

intense achievement, striving competitiveness, impatience

A

type A stress

89
Q

less time urgency, more ability to gear up and gear down

A

type B stress

MGT 4000 (4 decks)

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